Onboarding New Hires Successfully

This course focuses on the common human resource ("people") challenges faced by existing private businesses when they attempt to grow substantially. PART 1 OF THE GROW TO GREATNESS COURSE IS NOT A PREREQUISITE FOR TAKING THIS COURSE.

教學方

Edward D. Hess

腳本

Alright. Good hiring is just the first step. You then got to think about, will the new manager be accepted or rejected by your employees? Have you explained the reasons for the hire, to your employees and engage some of them in the hiring process? And this was fascinating. A couple of companies in my study, the management teams were so dysfunctional, the CEO had to hire psychologists to come in and work with them. I hope you don't get into that situation. Alright. Can you the entrepreneur learn to coach/mentor each senior manager separately as an individual, separately, which means I got to emotionally understand you. I got to relate to you as an individual, and I can't relate to you the same way I relate to Jim or Jane. I've got to be responsive to where you are in your development pattern. I gotta have a lot of one-on-one conversations, right? About hard stuff, behaviors, okay? Reactions, your ability to strategize,, your ability to think ahead, how are you managing your people? What do you need to grow? Because I got to create also a development plan for you. How can I keep you growing, so I don't have to replace you? A lot of entrepreneurs told me they reached the stage when they were growing a business, that the people part of the business, was consuming them and they didn't enjoy it. And in many cases, the entrepreneur stepped in to, basically a position of being chairman, CEO and went and hired a COO, chief operating officer or president. Somebody whose main job was to do the daily people stuff and run the operations, and the entrepreneur focused on strategy, culture, and then if he or she loved sales they focused on sales. If they loved finance they focused on finance; if they loved HR they focused on HR, because if you don't really enjoy the people stuff, you need to get somebody that does. It still can be your company, you still can manage that person, but you don't have to be in the dailiness if you're not good at it. The challenge of having difficult conversations, its never easy, never easy. Performance reviews, talking about bad behaviors in the work environment, compensation issues, as one CEO told me. This CEO, his first company, he imploded it because he grew too fast, and outstripped people and processes and learned his lesson. He also had a culture that was very political. And when he formed his second company, which was very successful, he started it and this was his statement. I'm sorry it's pretty blunt. He said, I want a stab-me-in-the-chest culture, not a stab-me-in-the-back culture. Now what's he mean by that? I want people to be direct and honest, to my face, and I don't want political stuff going on behind my back. And having those type of conversation. Don't put them off, the longer you put them off, the harder it gets. I learned when I was out there and had to do them, do them first thing in the morning. Always do them if you can with a witness. Somebody that witnesses the conversation, that helps keep it less emotional, okay? Can conversations become difficult? Yes. Yes. I had to give a tough performance review one time to an employee, and he actually got out of his chair and started to climb on my desk to come over to where I was. Yeah that's a true story and I said, stop, stop and think for a moment. I don't think you want to do that for your career, and it hit him, that ooh, and he sat back down. Stuff can happen, prepare yourself, alright? Think about it, if I'm doing a bad, a performance review where I've got to basically fire somebody, how do I do that? Direct and honestly, and talk about performance not the person. Have a witness, be fair on your termination policies. Does it ever get easy? No. Does it get easier? Yes. The more you do, it gets easier because you're comfortable knowing I'm telling the truth. I'm being honest with people, and it's really easy, comparatively speaking. If, in the past, you've told people what they're doing wrong, you've written it down, they've written it down, and you've given people time to improve. And then, if they don't improve, you can say, look, we talked about it. You said you're going to work on it. You haven't improved, I gave you a chance, think about how you'd want to be treated. Alright, great businesses are great teams, there we are. Teams can have high-performance players, but teams have to be teams. I've said it before, be weary of self-centered, selfish stars, Me, me, me, me, me, me, me how good am me, look how great I am. Sit down! You need everybody in this room in order to be good. Notice I didn't say great. You've got the potential to be great. You're only great and a legend in your own mind. Be aware of lie-, allowing stars to play by separate rules, it can destroy a culture, it can destroy a team. I've been in companies where that occurred, that sales people that brought in big revenue got to violate rules. And do you know what the employees thought about the leader? Hypocrite. Hypocrite. Did that leader have high employee engagement? No. Could he ever? No. Quiz time. I'm having fun, you having fun? It's a lot of heavy stuff here today. Important stuff, important stuff. That's why you've basically got to, come back, keep these slides, and go back and refresh yourself, because if you haven't confronted these issues you're going to, the more successful your business comes. Let's take that quiz.